management
jp99241©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CHAPTER 9
GROUP DEVELOPMENT AND TEAM BUILDING
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
*
- Identify the stages of group development
- Compare the advantages and limitations of groups
- Describe the variables that determine a group’s effectiveness
- Determine what is involved in team building
9–*
LEARNING OBJECTIVES
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
*
- Describe what made team building successful at Resort Quest
- Describe what made team building successful in the nonprofit area
- Describe how to work with self-managing work groups
- Describe what makes team building successful at SEI
9–*
LEARNING OBJECTIVES
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
*
9–*
EXHIBIT 9.1 - EXTERNAL AND INTERNAL CHANGE FORCES
Source: Donald C. Mosley, Paul Pietri, Leon Megginson, Management-Leadership in Action, 5th ed, 1996, HarperCollins, 425.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
*
9–*
EXHIBIT 9.2 - ORGANIZATIONAL EFFECTIVENESS RESULTS FROM CHANGING STRUCTURE, TECHNOLOGY, AND/OR PEOPLE
Source: Mosley, Pietri, Megginson, op. cit, 429.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
*
9–*
EXHIBIT 9.3 - DIFFERENT RESPONSES TO CHANGE
Source: William Walker, management consultant, presentation to the North Mississippi Health Services Board of Directors and staff, May 1, 1999. The Wynfrey Hotel, Birmingham, Alabama.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
*
- Two or more people who communicate and work together regularly in pursuit of one or more common objectives
- Help achieve synergy and gain the most from employees
- Synergy: Two or more people working together in a cooperative, coordinated way can accomplish more than the sum of their independent efforts
9–*
GROUPS
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
*
- Prescribed and/or established by the organization
- Types
- Network groups
- Virtuoso groups
- Virtual groups
- Self-managing work groups
9–*
FORMAL GROUPS
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
*
9–*
EXHIBIT 9.4 - A MANAGER’S MEMBERSHIP IN DIFFERENT GROUPS
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
*
- Evolve out of the formal organization, but are not formed by management or shown in the organization’s structure
- Help members meet affiliation and social needs
- Types
- Interest group - Members come together to seek increased fringe benefits or discuss common interests
- Friendship group - Mostly social in nature
9–*
INFORMAL GROUPS
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
*
9–*
STAGES OF GROUP DEVELOPMENT
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
*
9–*
ADVANTAGES AND LIMITATIONS OF GROUPS
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
*
9–*
EXHIBIT 9.6 - MODEL OF GROUP EFFECTIVENESS
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
*
9–*
EXHIBIT 9.7 - POSSIBLE EFFECTS OF SIZE ON GROUPS
Source: Adapted from Hellriegel/Slocum/Woodman. Organizational Behavior, 10E. © 2004 South-Western, a part of Cengage Learning, Inc.
Reproduced by permission. www.cengage.com/permissions.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
*
- Homogeneous group - Effective for simple tasks
- Heterogeneous group - Effective for complex tasks
- Being a team player and a good follower
- Contributors
- Collaborators
- Communicators
- Challengers
9–*
MEMBER COMPOSITION AND ROLES
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
*
9–*
TASK AND MAINTENANCE ROLES IN GROUPS
*The distinction between “task” and “maintenance” roles is somewhat arbitrary. Some of these terms could be classified in either column.
Effective roles | Ineffective roles | |
Work or task functions | Group maintenance functions | |
Initiating | Consensus testing | Displays of aggression |
Information giving | Harmonizing | Blocking |
Information seeking | Gatekeeping | Dominating |
Clarifying | Encouraging | Playboy behavior |
Summarizing | Compromising | Avoidance behavior |
Reality Testing | Sharing feelings | Sniping |
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
*
- Norms: Rules of behavior developed by group members to provide guidance for group activities
- Group cohesiveness: Mutual liking and team feeling in a group
- Influenced by the size of and frequency of communication in a group
9–*
GROUP NORMS AND GROUP COHESIVENESS
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
*
9–*
TEAM BUILDING
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
*
9–*
CHARACTERISTICS OF AN EFFECTIVE TEAM
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
*
- Rating for communication among nurses, between doctors and nurses, and among the team is very high
- Nurses know each job and are able to cover in emergencies
- Nurses do not hesitate to approach any doctor if they need guidance or prescriptions
9–*
PROVIDENCE HOSPITAL AND SACRED HEART HOSPITAL CANCER CENTER’S EFFECTIVE TEAMWORK
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
*
- Regular meetings are held with the doctors and nurses to discuss opportunities for betterment
- A staff member interviews all patients regarding care, treatment, positives, and any complaints
9–*
PROVIDENCE HOSPITAL AND SACRED HEART HOSPITAL CANCER CENTER’S EFFECTIVE TEAMWORK
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
*
- Organization is flexible, creative, and ready for constant transformation
- Company is open and not hierarchical
- Atmosphere and dress code is business casual
- Employees are empowered
- Buildings and artwork reflect the culture of the organization
- SEI is a perennial member of Fortune’s list of Best Companies to Work for in America
9–*
SUCCESSFUL TEAMBUILDING IN SEI
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
*
- Challengers
- Collaborators
- Communicators
- Contributor
- External change forces
- Formal group
- Group
- Group cohesiveness
- Group maintenance roles
- Group task roles
- Informal group
9–*
IMPORTANT TERMS
- Internal change forces
- Membership roles
- Network group
- Norms
- Organizational effectiveness
- Self-managing work teams
- Synergy
- Team
- Virtual group
- Virtuoso group